人力资源和企业资源基础观(英文译文)

人力资源管理相关英汉互译人力资源管理在现代化的企业管理中具有不可替代的重要性，它是企业战略的核心之一。

在人力资源管理的实践过程中，许多技术术语是经常被使用的，为了更好地掌握和应用这些术语，我们需要学习和理解相关的英汉互译。

以下是一些人力资源管理相关英汉互译的示例：1. Human resource management（人力资源管理）这个词汇是人力资源管理领域最基本的术语，也是其最核心的内容之一。

它涉及到员工招聘、培训、绩效管理、薪酬管理、福利管理等方面。

2. Job analysis（岗位分析）岗位分析是指对某一职位进行深入研究，以及对该职位需要的工作职责、技能、知识、经验、教育背景等方面进行梳理和分析。

3. Compensation and benefits（薪酬与福利）薪酬与福利是人力资源管理中的两大重要方面。

薪酬是指公司为员工提供的报酬，包括薪水、奖金、津贴等。

福利则是指公司为员工提供的其他补贴，包括医疗、保险、假期、职工宿舍等。

4. Performance management（绩效管理）绩效管理是指对员工在工作中的表现进行评估和记录，帮助企业和员工掌握自己的工作效率和成长方向。

5. Organizational Development（组织发展）组织发展是指企业为了适应市场变化、实现战略目标等而采取的各种组织行为和管理手段，以提高组织的生产力和活力。

6. Recruitment and selection（招聘与选拔）招聘与选拔是指企业为了满足业务发展需要，从外部招聘和选拔适合岗位的人才，以填补新的或空缺职位。

7. Training and development（培训与发展）培训与发展是指为员工提供各种培训和发展机会，以帮助他们提高技能、知识和职业发展，提高整体组织绩效。

8. Employee motivation（员工激励）员工激励是指为了调动员工的工作积极性、提高工作热情和效率，采取的各种激励措施和管理手段。

人力资源英语作文Human Resources Management。

Human resources management (HRM) is an important aspect of any organization. It involves the recruitment, training, and development of employees, as well as the management of their performance and compensation. HRM is essential for the success of an organization, as it ensures that theright people are in the right positions, and that they are motivated and engaged in their work.Recruitment is the first step in HRM. It involves identifying the staffing needs of the organization and attracting qualified candidates to fill those positions. This can be done through job postings, referrals, and recruitment agencies. Once candidates have been identified, they are screened and interviewed to determine their suitability for the position.Training and development are also important aspects ofHRM. Employees need to be trained to perform their jobs effectively, and to develop new skills and knowledge as the organization evolves. This can be done through on-the-job training, workshops, and seminars. In addition, employees may be offered opportunities for career development, such as promotions or job rotations.Performance management is another key aspect of HRM. It involves setting performance goals for employees and providing them with feedback on their progress. This helps to ensure that employees are meeting the expectations of the organization, and that their performance is aligned with the goals of the organization.Compensation is also an important aspect of HRM. Employees need to be compensated fairly for their work, and to be motivated to perform at their best. This can be done through a variety of compensation strategies, such as salary, bonuses, and benefits.In conclusion, human resources management is an essential aspect of any organization. It involves therecruitment, training, and development of employees, as well as the management of their performance and compensation. Effective HRM ensures that the right people are in the right positions, and that they are motivated and engaged in their work.。

以下是一些与人力资源管理相关的英语词汇，附带对应的中文翻译：1. Human Resources (HR) - 人力资源2. Talent Acquisition - 人才招聘3. Recruitment - 招聘4. Onboarding - 入职培训5. Offboarding - 离职管理6. Job Analysis - 岗位分析7. Job Description - 岗位描述8. Job Specification - 岗位规格9. Compensation and Benefits - 薪酬与福利10. Employee Engagement - 员工参与11. Performance Appraisal - 绩效评估12. Performance Management - 绩效管理13. Employee Training and Development - 员工培训与发展14. Succession Planning - 继任计划15. Career Development - 职业发展16. Workforce Planning - 劳动力规划17. Employee Relations - 员工关系18. Employee Satisfaction - 员工满意度19. Diversity and Inclusion - 多元化与包容性20. Employee Retention - 员工保留21. HR Policies - 人力资源政策22. Labor Law - 劳动法23. Equal Employment Opportunity (EEO) - 平等就业机会24. Workplace Safety - 工作场所安全25. Employee Handbook - 员工手册26. Staffing - 人员配置27. Job Evaluation - 岗位评估28. Work-life Balance - 工作与生活平衡29. Flexible Work Arrangements - 弹性工作安排30. Employee Recognition - 员工认可31. Grievance Handling - 申诉处理32. HR Metrics - 人力资源指标33. HRIS (Human Resources Information System) - 人力资源信息系统34. Wellness Programs - 健康管理项目35. Employee Benefits Package - 员工福利计划36. Employee Assistance Program (EAP) - 员工援助计划37. Conflict Resolution - 冲突解决38. HR Compliance - 人力资源合规39. Job Rotation - 岗位轮换40. Organizational Culture - 组织文化41. HR Audit - 人力资源审计42. Employer Branding - 雇主品牌塑造43. HR Strategy - 人力资源战略44. Collective Bargaining - 集体谈判45. Inclusive Hiring - 包容性招聘46. Recruitment Metrics - 招聘指标47. HR Analytics - 人力资源分析48. Remote Work Policies - 远程工作政策49. Diversity Training - 多元化培训50. Exit Interviews - 离职面谈51. Workforce Diversity - 劳动力多样性52. Flexible Spending Account (FSA) - 弹性支出账户53. Health Savings Account (HSA) - 健康储蓄账户54. COBRA (Consolidated Omnibus Budget Reconciliation Act) - 库布里克法案（美国医疗保险法）55. Furlough - 临时休假56. Talent Management - 人才管理57. Labor Relations - 劳资关系58. Absence Management - 缺勤管理59. Employee Benefits Specialist - 员工福利专员60. HR Consulting - 人力资源咨询61. HR Specialist - 人力资源专员62. HR Generalist - 人力资源综合专员63. HR Manager - 人力资源经理64. HR Director - 人力资源总监65. HR Coordinator - 人力资源协调员66. Recruiter - 招聘专员67. Headhunter - 猎头68. Compensation Analyst - 薪酬分析师69. Workplace Harassment Training - 工作场所骚扰培训70. Employee Privacy Policy - 员工隐私政策71. HR Outsourcing - 人力资源外包72. HR Technology - 人力资源科技73. HR Software - 人力资源软件74. HR Best Practices - 人力资源最佳实践这些词汇涵盖了人力资源管理领域的关键概念，有助于理解和应用相关术语。

人力资源与企业的连接英文The Connection Between Human Resources and EnterprisesIntroduction:In the fast-paced world of business, the role of human resources (HR) has become increasingly significant. HR professionals play a crucial role in building and maintaining the connection between employees and enterprises. This article explores the importance of a strong HR function and how it contributes to the success of an organization.1. Talent Acquisition and Recruitment:One of the primary responsibilities of HR is talent acquisition and recruitment. HR professionals ensure that the organization attracts top-quality candidates by developing effective recruitment strategies, crafting compelling job descriptions, and conducting thorough interviews. They understand the company's needs and match them with the right people, ensuring a strong connection between employees and the enterprise.2. Employee Onboarding and Integration:HR also plays a vital role in ensuring smooth employee onboarding and integration. Proper onboarding procedures help new hires understand the company culture, policies, and expectations. HR professionals facilitate communication between new employees and existing teams, fostering a sense of belonging and connection from day one. This process enhances employee engagement and increases retention rates.3. Training and Development:Human resources professionals are responsible for designing and implementing training and development programs. By investing in employees' skills and knowledge, HR professionals ensure that the workforce remains competitive in a rapidly evolving business environment. These programs foster employee growth and enhance their connection to the organization, leading to higher job satisfaction and improved performance.4. Performance Management:HR plays a crucial role in managing and evaluating employee performance. They establish performance metrics, conduct performance appraisals, and provide feedback. By facilitating regular communication between managers and employees, HR ensures that goals are aligned, expectations are clarified, and performance issues are addressed. This process strengthens the connection between employees' efforts and the organization's overall objectives.5. Employee Engagement and Well-being:HR professionals are responsible for creating a positive work environment that promotes employee engagement and well-being. They develop employee wellness programs, organize team-building activities, and establish communication channels for employees to express their concerns. Such initiatives foster a sense of belonging and a strong connection between employees and the enterprise.6. Conflict Resolution and Employee Relations:In any organization, conflicts among employees may arise. HR professionals act as mediators, resolving conflicts and maintaining healthyemployee relations. By effectively addressing grievances, HR minimizes disruption and helps to strengthen the connection between individuals within the organization.7. Compliance and Legal Matters:HR professionals ensure that the organization complies with labor laws and regulations. They stay updated with changes in legislation to avoid legal issues and maintain ethical practices. Handling compliance matters not only protects the enterprise but also builds trust and credibility among employees, strengthening their connection to the organization.Conclusion:The connection between human resources and enterprises is crucial for sustainable success. HR professionals play a vital role in attracting and retaining talent, integrating employees into the organization, developing their skills, managing performance, and resolving conflicts. Their efforts create an environment where employees feel valued, connected, and motivated to contribute to the overall goals of the organization. Therefore, it is imperative for organizations to recognize the importance of a strong HR function and invest in its development. By nurturing this connection, enterprises can thrive in a competitive business landscape.。

CHAPTER1第一章Competitiveness: A company’s ability to maintain and gain market share in its industry.竞争:一个公司的能力和赢得市场份额保持在其产业升级换代。

Human resource management (HRM): Policies, practices, and systems that influence employee’s behavior, attitudes, and performance.人力资源管理(HRM):政策,做法和系统,影响员工的行为、态度、和性能。

Outsourcing: The practice of having another company provide services.外包的实践有另一个公司提供服务。

Intellectual capital: Creativity, productivity, and service provided by employees.智力资本:创造力、生产力,以及为你服务的员工。

Empowering: Giving employees responsibility and authority to make decisions.授权:给员工的职责和权限决定。

Learning organization: Employees are continually trying to learn new things.学习型组织员工不断努力学习新事物。

Psychological contract: Expectations of employee contributions and what the company will provide in return.员工心理契约:如果预期贡献,本公司将提供什么回报。

Balanced scorecard: A means of performance measurement that gives manager’s a chance to look at their company from the perspective of internal external customers, employees, and shareholders.平衡计分卡绩效评价:的一种方式,让经理的一个机会来看看他们的角度,从公司内部及外部的客户、员工、股东。

第一篇导论：人力资源环境与策略第一章人力资源策略1.人力资源政策与哲学。

人力资源管理(human resource management ,HRM) 。

人力资源管理目标objectives of HRM。

人力资源管理职责duties of HRM。

人力资源管理任务tasks of HRM。

战略性人力资源管理strategic HRM。

人力资源政策human resource policy。

人力资源哲学human resource philosophy。

精神契约psychological contract。

企业认同感organization commitment2.组织：行为与文化。

正式组织formal organization。

非正式组织informal organization。

组织文化organization culture。

亚文化subculture。

跨文化cross-national culture。

价值观values。

态度attitudes。

角色行为role behavior。

个人主义—集体主义individualism-collectivism。

不确定性规避uncertainty avoidance。

权力距离power distance。

直线和职能职权line and staff authority3.激励与组织绩效。

激励motivation。

需要层次理论hierarchy of needs theory。

X理论与Y理论theory X & theory Y。

组织体系Ⅰ与组织体系Ⅳsystem Ⅰ& system Ⅳ。

激励-保健理论motivation-hygiene theory。

ERG理论ERG theory。

麦克莱兰德需要理mc-clelland’s theory of needs。

期望理论expectency theory。

公平理论equity theory。

人力资源管理相关英汉互译The second critical tent pole of leadership is the personal capability the leader possesses. These personal capabilities are not skills that would typically be described as leadership skills, yet our research proves they must be in place for any individual to be perceived as a strong leader. Here are some of these individual capabilities:⏹Technical knowledge. The best leaders have at least a working knowledge of thetechnological side of the business.⏹Product knowledge. Great leaders need a thorough understanding of what theorganization produces and why it is superior to competitive products.⏹Problem analysis and problem-solving skills. These skills include the ability to defineproblems, analyze them, and come up with solid recommendations for resolving complex issues.⏹Professional skills. Excellent leaders must be able to write intelligently and concisely,make compelling presentations, organize their work efficiently, monitor progress, and work without close supervision.⏹Innovation. This refers to a leader's ability to have a fresh outlook in approaching aproblem, to shake loose from old methods, and see new possibilities.⏹Initiative. The best leaders see if something is falling between the cracks andimmediately step in to make certain it is handled.⏹Effective use of information technology. Great leaders set an example in theconsistent use of e-mail, powerful software applications, and any technology that escalates performance.Career experts, Gene Dalton and Paul Thompson, explain that the most successful leaders progress through a series of four career stages, which cannot be skipped. Stage one is the time when individuals must prove they can learn the business and develop a solid foundation of technical expertise. In stage two, individuals continue to build technical skills and become independent contributors. By stage three, they become wentors-developing the careers and expertise of others. In stage four, they become organizational visionaries—leading the organization in new directions.Too often, leaders reach a position they've been seeking and start to coast—believing the learning phase of their career is over. They assume that there is a time for learning and a time for execution, and they are done learning. The best leaders never quit learning.Here are some techniques to maximize your personal capability:Understand the technology: Employees can see through attempts to cover up your lack of knowledge. Get up to speed by asking questions. Be willing to admit what you don't know.Perfect professional Skills: Managers can't manage unless they can communicate.Try new things: Great managers innovate and take initiative. They think outside the box and don't hesitate to experiment."Leadership cannot be delegated to others."—John H. Zenger and Joseph FolkmanFocus on resultsLeadership is ultimately about producing results. This is the third leadership tent pole. Leaders can have talent and character, but unless they produce sustained, impressive results for their organization, they simply are not good leaders.One study of 1000 managers showed that the best managers translate ideas into action. They push to take the next step forward by bringing energy, enthusiasm, and urgency to their role. They continually look for ways to improve. These leaders are in the driver's seat, with a foot on the accelerator—pressed to the floorboard most of the time.How do leaders focus on results? Extraordinary leaders do the following:⏹Establish stretch goals for their people.⏹Take personal responsibility for the outcomes of the group.⏹Provide ongoing feedback and coaching to their people.⏹Set lofty targets for the group to achieve.⏹Personally sponsor an initiative or action.⏹Initiate new programs, projects, processes, client relationships, or technology.⏹Focus on organization goals and ensure that they are translated into actions by theirdepartment.⏹Operate with speed and intensity; accelerate the pace of the group.⏹Champion the cause of the customer.⏹Balance long-term and short-term objectives.The best leaders get things accomplished, even under duress. They choose the right goals and follow through.These are some ways to bring about results:Know What the organization expects: Ask, "What does the organization expect from my department?" "From me personally?" The answers can be quite eye-opening.Stay fOCUSed On long-ternr results: We've all seen executives who can make earnings soar—temporarily. Extraordinary leaders resist the urge to sacrifice long-term for short-term results. They keep the welfare of the organization ahead of their own personal agendas.Take action: Extraordinary leaders wake up in the morning with a plan and put it into effect. They don't always wait for permission before moving ahead. Instead, they simply try new things."Leaders who aren't getting results aren't truly leading."—David Ulrich, Jack Zenger, and Norm SmallwoodCultivate interpersonal skillsThe fourth essential tent pole of leadership is interpersonal skills. Along with the central tent pole representing character, it probably holds the most canvas. This leadership skill has become more important over time, especially since the demise of the "command and control" styles of leadership. Of all the competencies, interpersonal skills seem to make the most difference in whether leaders are considered extraordinary.To develop strong interpersonal skills, leaders must do the following:Communicate powerfully and prolifically. Extraordinary leaders don't hoard new insights. They tell people! These leaders give their work group a sense of direction and purpose. They help people understand how their work contributes to the goals of the organization. They err on the side of telling people too much.Inspire others to high performance. Great leaders energize people to go the extra mile. They set stretch goals that motivate people to accomplish more than they think is possible.Build trust. Superstar leaders act so that others trust them. They balance their concern for productivity and results with sensitivity to employees' needs and problems. When conflicts arise, they deal with employees' feelings as well as the technical aspects of the issue. They stay approachable.Develop others. The most remarkable leaders support others' growth by giving honest and constructive feedback, balancing correc tive with positive evaluations. They stay tuned to what is happening in employees' careers. They let others grow, even if it means letting them leave the department.Collaborate and develop strong teams. Excellent leaders know not to insulate themselves from other team members and departments. They keep in touch, so that cooperative urges beat out competitive urges. They cultivatetheir team members'ability to work with diverse people.Some key points for mastering people skills include:Involve Others in communication: One of the best ways to communicate is to get others to communicate! Interestingly, the worst communicators focus solely on getting their message across. The best communicators check people's reactions and get their ideas.Train everyone to be a leader: These days, leadership often gets passed around in a group. The person with the loftiest title and supposed power is no longer the one with all the answers. Believe that others are capable of great accomplishments and then watch them follow through.TO develop Others, develop yourself: The best leaders create space for their employees to move up from below by raising their own performance. Their efforts not only set the example, but also blaze a clear path for others to follow."If we treat people as they are, wemake them worse, but if we treat themas they ought to be, we help thembecome what they are capable ofbecoming."—Johann Wolfgang von GoetheLead organizational changeThe ability to lead organizational change is the fifth tent pole of extraordinary leadership. The best leaders inspire people to rally around a change, while poor leaders have to push, cajole, or even threaten employees to accept change. A turbulent business environment puts leaders to the test: excellent leaders can turn a significant change into a pleasant journey, while poorly led change might be better described as a "trip through hell." With most organizations today in a constant state of change—from dramatic growth to downsizing and restructuring—leaders must be able to skillfully shepherd organizations in new strategic directions.We're not talking about slight tactical shifts in current management processes or procedures. Caretaker managers can keep things going on a steady path. But if the organization is to rise to a significantly higher level of performance, extraordinary leaders must be able to sense the direction of the market and alter the fundamental business model. They must be able to envision and create a new organization culture.How do extraordinary leaders approach this task? The challenge in accomplishing change is not only to provide strong direction, but also to get people involved in making the change work. The most effective leaders are able to strike a balance between directing change and involving others.Leaders with strong directing tendencies are often prepared with well-organized plans that they communicate clearly. They maintain control, but sometimes end up with employees feeling that changes are being done to them but not with them. The end result is that employees resist change and start to distrust management.On the other hand, leaders who favor involving others in change sometimes fail to provide enough direction, leaving employees confused about their roles and what they need to do to keep the change moving forward. Sometimes leaders who tend toward involving others are simply unwilling to take risks or make tough decisions.Our research shows clearly that both sets of behaviors are necessary for a leader tomanage change effectively. Leaders need to help their people understand the specific details of the change and also help them feel involved so they will feel committed to the change.Leading organizational change requires that you:Create the Overarching Vision:Using your knowledge of the external environment, determine which trends to pursue and which to ignore. Stay involved in critical decisions. Use your influence to shape their outcome.Translate the vision into specific objectives: In order to make the strategic vision happen, break it down to the level of specific tasks and expectations for individual workers. It is up to you to determine how resources will be allocated. You must establish the norms that will shape the culture.Balance the need for direction with the need to involve others: Build support for your vision by getting people on board."Some people grin and bear it. Others smile and change it."—Unknown领导者需要个人能力领导能力中第二根重要的支杆是领导者所拥有的个人能力。

最基础的人力资源术语,大家一起来学习人力资源管理：(Human Resource Management ，HRM)人力资源经理：( human resource manager)高级管理人员：(executive)职业：(profession)道德标准：(ethics)操作工：(operative employees)专家：(specialist)人力资源认证协会：(the Human Resource Certification Institute，HRCI)外部环境：(external environment)内部环境：(internal environment)政策：(policy)企业文化：(corporate culture)目标：(mission)股东：(shareholders)非正式组织：(informal organization)跨国公司：(multinational corporation，MNC)管理多样性：(managing diversity)工作：(job)职位：(posting)工作分析：(job analysis)工作说明：(job description)工作规范：(job specification)工作分析计划表：(job analysis schedule，JAS)职位分析问卷调查法：(Management Position Description Questionnaire，MPDQ)行政秘书：(executive secretary)地区服务经理助理：(assistant district service manager)人力资源计划：(Human Resource Planning，HRP)战略规划：(strategic planning)长期趋势：(long term trend)要求预测：(requirement forecast)供给预测：(availability forecast)管理人力储备：(management inventory)裁减：(downsizing)人力资源信息系统：(Human Resource Information System，HRIS)招聘：(recruitment)员工申请表：(employee requisition)招聘方法：(recruitment methods)内部提升：(Promotion From Within ，PFW)工作公告：(job posting)广告：(advertising)职业介绍所：(employment agency)特殊事件：(special events)实习：(internship)选择：(selection)选择率：(selection rate)简历：(resume)标准化：(standardization)有效性：(validity)客观性：(objectivity)规范：(norm)录用分数线：(cutoff score)准确度：(aiming)业务知识测试：(job knowledge tests)求职面试：(employment interview)非结构化面试：(unstructured interview)结构化面试：(structured interview)小组面试：(group interview)职业兴趣测试：(vocational interest tests)会议型面试：(board interview)组织变化与人力资源开发人力资源开发：(Human Resource Development，HRD) 培训：(training)开发：(development)定位：(orientation)训练：(coaching)辅导：(mentoring)经营管理策略：(business games)案例研究：(case study)会议方法：(conference method)角色扮演：(role playing)工作轮换：(job rotating)在职培训：(on-the-job training ，OJT)媒介：(media)企业文化与组织发展企业文化：(corporate culture)组织发展：(organization development，OD)调查反馈：(survey feedback)质量圈：(quality circles)目标管理：(management by objective，MBO)全面质量管理：(Total Quality Management，TQM)团队建设：(team building)职业计划与发展职业：(career)职业计划：(career planning)职业道路：(career path)职业发展：(career development)自我评价：(self-assessment)职业动机：(career anchors)绩效评价绩效评价：(Performance Appraisal，PA)小组评价：(group appraisal)业绩评定表：(rating scales method)关键事件法：(critical incident method)排列法：(ranking method)平行比较法：(paired comparison)硬性分布法：(forced distribution method)晕圈错误：(halo error)宽松：(leniency)严格：(strictness)360°反馈：(360-degree feedback)叙述法：(essay method)集中趋势：(central tendency)报酬与福利报酬：(compensation)直接经济报酬：(direct financial compensation)间接经济报酬：(indirect financial compensation)非经济报酬：(no financial compensation)公平：(equity)外部公平：(external equity)内部公平：(internal equity)员工公平：(employee equity)小组公平：(team equity)工资水平领先者：(pay leaders)现行工资率：(going rate)工资水平居后者：(pay followers)劳动力市场：(labor market)工作评价：(job evaluation)排列法：(ranking method)分类法：(classification method)因素比较法：(factor comparison method)评分法：(point method)海氏指示图表个人能力分析法：(Hay Guide Chart-profile Method) 工作定价：(job pricing)工资等级：(pay grade)工资曲线：(wage curve)工资幅度：(pay range)12. 福利和其它报酬问题福利(间接经济补偿)员工股权计划：(employee stock ownership plan，ESOP)值班津贴：(shift differential)奖金：(incentive compensation)利润分享（分红制）：(profit sharing)安全与健康的工作环境安全：(safety)健康：(health)频率：(frequency rate)紧张：(stress)角色冲突：(role conflict)催眠法：(hypnosis)酗酒：(alcoholism)员工和劳动关系工会：(union)地方工会：(local union)行业工会：(craft union)产业工会：(industrial union)全国工会：(national union)谈判组：(bargaining union)劳资谈判：(collective bargaining)仲裁：(arbitration)罢工：(strike)内部员工关系：(internal employee relations) 纪律：(discipline)纪律处分：(disciplinary action)申诉：(grievance)降职：(demotion)调动：(transfer)晋升：(promotion)目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach 经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost销售量sales volume产品质量quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle 投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization组织文化organizational culture目标管理management by objectives 评价工具appraisal tool激励方法motivational techniques控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat个人责任personal responsibility顾问counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipAction learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecas：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法Davis-Bacon Act (DBA)：戴维斯─佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简Early retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加．施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP)：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段Fact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克．泰罗Functional control：职能控制Functional job analysis：功能性工作分析法Gain sharing：收益分享General economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Halo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织Illegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈Job analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰．霍兰德Junior board：初级董事会Layoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂Maintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO)：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段Nondirective interview：非定向面试Occupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA)：职业安全与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD)：组织发展Outplacement counseling：向外安置顾问Paired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview：工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan：利润分享计划Programmed learning：程序化教学Qualifications inventories：资格数据库Quality circle：质量圈Ranking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Skip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ：组织体系ⅣSystem I：组织体系Task analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为Unsafe conditions：不安全环境V alidity：效度V alue-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练V ariable compensation：可变报酬V estibule or simulated training：新雇员培训或模拟V esting：特别保护权V oluntary bargaining：自愿谈判项目V oluntary pay cut：自愿减少工资方案V oluntary time off：自愿减少时间Wage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利Adaptability 适应性Aligning Performance for Success 协调工作以求成功业绩Applied Learning 应用的知识Building a Successful Team 建立成功团队Building Customer Loyalty 对客户忠诚Building Partnerships 建立合作关系Building Strategic Working Relationships 建立战略性工作关系Building Trust 建立互信关系Coaching 辅导Communication 沟通Continuous Learning 不断学习Contributing to Team Success 对团队成功的贡献Customer Focus 以客户为中心Decision Making 决策Delegating Responsibility 授权Developing Others 发展他人Drive for Results 注重实效Energy 精力充沛Facilitation Change 推动变革Follow-up 跟进Formal Presentation 专业演讲技巧Gaining Commitment 具有使命感Impact 影响力Information Monitoring 采集信息Initiating Action 主动采取行动Innovation 创新Job Fit 胜任工作Leading Through Mission and Values 在使命与价值的认同中的领导才能Managing Conflict 解决冲突Managing Work (Includes Time Management) 管理工作（时间管理）Meeting Leadership 会议组织能力Meeting Participation 分享Negotiation 谈判Planning and Organizing 编制计划与组织能力Quality Orientation 质量定位Risk Taking 勇于冒险Safety Awareness 安全意识Sales Ability / Persuasiveness 销售能力/说服能力Strategic Leadership / Decision Making 战略性领导/决策制定Stress Tolerance 压力忍受能力Technical / Professional Knowledge and Skills 技术专业知识和技能Tenacity 坚忍不拔Work Standards 操作规范Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法Davis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简Early retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加•施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段Fact-finder：调查Fair day’s work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis：功能性工作分析法沟通Communication个人发展Personal Development电子学习e-Learning项目管理Project Management领导艺术Leadership团队建设Team Building管理Management商务管理类行政管理Administrative Support人力资源Human Resources商法Business Law行业Industry客户服务Customer Service知识管理Knowledge Management电子商务e-Business市场Marketing金融/财会Finance & Accounting企业运营Operations财务服务Financial Services销售Salesable 有才干的，能干的adaptable 适应性强的active 主动的，活跃的aggressive 有进取心的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的analytical 善于分析的apprehensive 有理解力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的candid 正直的competent 能胜任的constructive 建设性的cooperative 有合作精神的creative 富创造力的dedicated 有奉献精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的dutiful 尽职的well--educated 受过良好教育的efficient 有效率的energetic 精力充沛的expressivity 善于表达faithful 守信的，忠诚的frank 直率的，真诚的generous 宽宏大量的genteel 有教养的gentle 有礼貌的humorous 有幽默impartial 公正的independent 有主见的industrious 勤奋的ingenious 有独创性的motivated 目的明确的intelligent 理解力强的learned 精通某门学问的logical 条理分明的methodical 有方法的modest 谦虚的objective 客观的precise 一丝不苟的punctual 严守时刻的realistic 实事求是的responsible 负责的sensible 明白事理的sporting 光明正大的steady 踏实的systematic 有系统的purposeful 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的name 姓名in. 英寸pen name 笔名ft. 英尺alias 别名street 街Mr. 先生road 路Miss 小姐district 区Ms （小姐或太太）house number 门牌Mrs. 太太lane 胡同，巷age 年龄height 身高bloodtype 血型weight 体重address 地址born 生于permanent address 永久住址birthday 生日province 省birthdate 出生日期city 市birthplace 出生地点county 县home phone 住宅电话prefecture 专区office phone 办公电话autonomous region 自治区business phone 办公电话nationality 民族；国籍current address 目前住址citizenship 国籍date of birth 出生日期native place 籍贯postal code 邮政编码duel citizenship 双重国籍marital status 婚姻状况family status 家庭状况married 已婚single 未婚divorced 离异separated 分居number of children 子女人数health condition 健康状况health 健康状况excellent （身体）极佳short-sighted 近视far-sighted 远视ID card 身份证date of availability 可到职时间membership 会员、资格president 会长vice-president 副会长director 理事standing director 常务理事society 学会association 协会secretary-general 秘书长research society 研究会work experience 工作经历occupational history 工作经历professionalhistory 职业经历specific experience 具体经历responsibilities 职责second job 第二职业achievements 工作成就，业绩administer 管理assist 辅助adapted to 适应于accomplish 完成（任务等）appointed 被认命的adept in 善于analyze 分析authorized 委任的；核准的behave 表现break the record 打破纪录breakthrough 关键问题的解决control 控制conduct 经营，处理cost 成本；费用create 创造demonstrate 证明，示范decrease 减少design 设计develop 开发，发挥devise 设计，发明direct 指导double 加倍，翻一番earn 获得，赚取effect 效果，作用eliminate 消除enlarge 扩大enrich 使丰富exploit 开发（资源，产品）enliven 搞活establish 设立（公司等）；使开业evaluation 估价，评价execute 实行，实施expedite 加快；促进generate 产生good at 擅长于guide 指导；操纵improve 改进，提高initiate 创始，开创innovate 改革，革新invest 投资integrate 使结合；使一体化justified 经证明的；合法化的launch 开办（新企业）maintain 保持；维修modernize 使现代化negotiate 谈判nominated 被提名；被认命的overcome 克服perfect 使完善；改善perform 执行，履行profit 利润be promoted to 被提升为be proposed as 被提名（推荐）为realize 实现（目标）获得（利润）reconstruct 重建recorded 记载的refine 精练，精制registered 已注册的regenerate 更新，使再生replace 接替，替换retrieve 挽回revenue 收益，收入scientific 科学的，系统的self-dependence 自力更生serve 服务，供职settle 解决（问题等）shorten 减低……效能simplify 简化，精简spread 传播，扩大standard 标准，规格supervises 监督，管理supply 供给，满足systematize 使系统化test 试验，检验well-trained 训练有素的valuable 有价值的target 目标，指标working model 劳动模范advanced worker 先进工作者education 学历educational history 学历educational background 教育程度curriculum 课程major 主修minor 副修educational highlights 课程重点部分curriculum included 课程包括specialized courses 专门课程courses taken 所学课程special training 特别训练social practice 社会实践part-time jobs 业余工作summer jobs 暑期工作vacation jobs 假期工作refresher course 进修课程extracurricularactivities 课外活动physical activities 体育活动recreational activities 娱乐活动academic activities 学术活动social activities 社会活动rewards 奖励scholarship 奖学金excellent League member 优秀团员excellent leader 优秀干部student council 学生会off-job training 脱产培训in-job training 在职培训educational system 学制cademic year 学年semester 学期（美）term 学期（英）supervisor 论文导师pass 及格fail 不及格marks 分数examination 考试degree 学位post doctorate 博士后doctor(Ph.D) 博士master 硕士bachelor 学士graduate student 研究生abroad student 留学生abroad student 留学生undergraduate 大学肆业生government-supportedstudent 公费生commoner 自费生extern 走读生intern 实习生prize fellow 奖学金生boarder 寄宿生graduate 毕业生guest student 旁听生（英）auditor 旁听生（美）day-student 走读生objective 目标position desired 希望职位job objective 工作目标employment objective 工作目标career objective 职业目标position sought 谋求职位position wanted 希望职位position appliedfor 申请职位for more specializedwork 为更专门的工作for prospectsof promotion 为晋升的前途for higher responsibility 为更高层次的工作责任for wider experience 为扩大工作经验due to close-downof company 由于公司倒闭due to expiryof employment 由于雇用期满sought a betterjob 找到了更好的工作to seek a betterjob 找一份更好的工作hobbies 业余爱好play the guitar 弹吉他reading 阅读play chess 下棋play 话剧long distance running 长跑play bridge 打桥牌collecting stamps 集邮play tennis 打网球jogging 慢跑sewing 缝纫travelling 旅游listening to symphony 听交响乐do some clay scultures 搞泥塑。

外文翻译Fundamentals of Human Resource Management Material Source:Fundamentals of Human Resource Management Author: RaymondA.Noe JohnR.Hollenbeck Barry Gerhart PatrickM.WrighSKILLS OF HRM PROFESSIONALSWith such varied responsibilities,the human resource department needs to bring together a large pool of skills.These skills fall into the four basic categories shown in Figure1.4:human relations skills,decision making skill,leadership skills,and technical skills.Human Relations SkillsThe ability to understand and work well with other people is important to virtually any career,but human relations skills have taken on new significance for human resource management today.As organizations’managemers increasingly appreciate the significance of human resources,many are calling for HRM to become the “source of people expertise”in the organization.HR managers therefore need knowledge of how people can and do play a role in giving the organization an advantage against the competition,as well as of the policies,prog rams,and practices that can help the organization’s people do so.Some of the human relations skills that are particularly important for today’s HR professionals are communicating,negotiating,and team development.Decision-Making SkillsHuman resource managers must make a wide variety of decisions that affect whether employees are qualified and motivated and whether the organization is operating efficiently and complying with the law.Especially at organizations that give HRM departments a role in supporting strategy,HR decision makers also must be able to apply decision making skills to strategic issues.This requires knowledge of the organization’s line of business and the ability to present options in terms of costs and benefits to the organization,stated in terms of dollars. Decisions must also take into account social and ethical implications of the alternatives.The“HR HOW TO”box describes some of the decisions involved when a company wants to include interns in its workforce.Leadership SkillsThrough their knowledge,communication skills,and other abilities,HR managers need to play a leadership role with regard to the organization’s human resource.In today’s environment, leadership often requires helping the organization managechange.Fulfilling this leadership role includes diagnosing problems,implementing organizational changes,and evaluatingresults,especially in terms of employees’ skills and attitudes.Changes typically produce conflict,resistance,and confusion among the people who must implement the new plans or programs.HR professionals must oversee the change in a way that ensure success.HRM provides tools for overcoming resistance to change, teaching employees to operate under new conditions,and even encouraging innovation. A survey of large corporations found that in 87 percent of the companies,organization development and change were managed by the HR department.Technical SkillsIn any field,including management,“technical skills”are the speccialized skills of that field.In humanresource management,professionals need knowledge of state of the art practices in such areas as staffing, development,rewards,organizational design,and communication.New selection techniques,performance appraisal methods,training programs,and incentive plans are constantly being developed.These developments often include the use of new software and computer systems.New laws are passed every year,and technical skills require knowledge of how to comply.Professionals must be able to evaluate the worth of the techniques that are available for carrying out HRM activities.Some of the new methods and tools will provide value to the organization,whereas others may be no more than the HRM equivalent of snake oil.HRM professionals must be able to critically evaluate new techniques in light of HRM principles and business value to determine which are beneficial.HUMAN RESOURCES AND COMPANY PERFORMANCEManagers and economists traditionally have seen human resource management as a necessary expense,rather than as a source of value to their organizations.Economic value is usually associated with capital-cash,equipment, technology,and facilities.However,.research has demonstrated that HRM practices can be valuable. Decisions such as whom to hire,what to pay,what training to offer,and how to evaluate employee performance directly affect employees’motivation and ability to provide goods and services that customers panies that attempt to increase their competitiveness by investing in new technology and promoting quality throughout the organization aslo invest in state of the art staffing,training,and compensation practices.The concept of “human resource management”implies that employees are resources of the employer.As a type of resource,human capital means the organization’s employees,d escribed in term of their training,experience,judgement,intelligence,relationships,and insight-the employee characteristics that can add economic value to the organization.In other words,whether it manufactures automobiles or forecasts the whether,for an organization to succeed at what itdoes,it needs employees with certain qualities,such as particular kinds of training and experience.This view means employees in today’s organizations are not interchangeable,easily replaced parts of a system but the source of the company’s success or failure.By influencing who works for the organization and how those people work,human resource management therefore contributes to such basic measures of an organization’s success as quality,profitability,and customer satisfaction..RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENTS In all but the smallest organizations,a human resource department is responsible for the functions of human resource management.On average,an organization has one HR staff person for every 100 employees served bu the department.Table1.1 details the responsibilities of human resource departments.SOURCE:Based on SHRM-BNA Survey No.66“Policy and Practice Forum:Human Resource Activities,Budgets,and Staffs,2000-2001,”Bulletin to management,Bureau of National Affairs Policy and Practice Series(Washington,DC:Bureau of National Affairs,June 28,2001) Although the human resource department has responsibility for these areas,many of the tasks may be performed by supervisors or others inside or outside the organization.No two human resource departments have precisely the same roles because of differences in organization sizes and characteristics of the workforce,the industry,and management’s values.In some companies,the HR department handles all the activities listed in Table1.1.In others,it mayshare the roles and duties with managers of other departments such as finance,operations, or information technology.In some companies,the HR department actively advises top management.In others,the department responds to top –level management decisions and implements staffing,training,and compensation activities in light of company strategy and polies.译文人力资源管理基础资料来源:人力资源管理基础作者：RaymondA.Noe著人力资源专业人员的技能由于人力资源部门承担着各式各样的职责,需要集中运用大量的技能。

人力资源常用词汇英汉对照Human resource management is a critical component of any organization. It is the integral process that deals with recruitment, evaluation, and development of employees. It is an ever-evolving process that requires an extensive knowledge of the industry, such as the ability to communicate with staff efficiently and to correct issues proactively. One of the most important elements of effective human resource management is the ability to understand and use the right vocabulary associated with this function. Here is a comprehensive guide to human resource management terminology in English and Chinese.1. Employee员工/雇员This term refers to an individual who is employed or paid by an organization or company to provide certain services or work.2. Employer雇主/雇用者An employer is a person or organization that hires individuals (employees) to perform specific tasks or activities.3. Recruitment招聘Recruitment is the process of identifying and hiring the right person for a given position. It involves posting the job vacancy, shortlisting resumes, and conducting interviews.4. Job Description工作描述A job description is a detailed document that outlines the tasks, responsibilities, qualifications, and expectations of a particular job or position.5. Job Posting职位发布A job posting is an advertisement placed by an organization to attract candidates to apply for the job vacancy.6. Resume/CV简历A resume or curriculum vitae (CV) is a document that summarizes an individual's work experience, education, and skills used for job applications.7. Interview面试An interview is a formal meeting between an employer and a job applicant to assess the candidate's suitability for a specific job.8. Background Check背景调查/调查证明A background check is a process of verifying an individual's identity, education, criminal record, and work experience.9. Orientation入职培训/新员工介绍Orientation is an activity that aims to introduce new employees to the company's culture, policies, and procedures.10. Performance Management绩效管理Performance management is the process of establishing clear expectations and objectives for employees, monitoring their progress, and providing feedback to improve performance.11. Training and Development培训和发展Training and development is an ongoing process of educating employees to enhance their skills, knowledge, and abilities to perform their job effectively.12. Benefits福利Benefits are offerings provided by an organization to employees in addition to their regular salary. It can include paid time off, health insurance, retirement plans, etc.13. Compensation薪酬Compensation is the financial rewards and benefits that an employee receives in exchange for their work.14. Performance Appraisal绩效评估Performance appraisal is a formal process of assessing employee's job performance and providing feedback to improve future performance.15. Termination解雇Termination is the process of ending employment due to voluntary resignation or termination by the employer.In conclusion, the vocabulary of human resource management is essential for effective communication in this sector. Understanding the above terms in both English and Chinese is essential in the recruitment and management of employees to achieve desired business objectives.。